Leadership in the Corrections Environment (Essay Sample)

Leadership in the Corrections Environment
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Leadership in the Corrections Environment
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Subject: Leadership in the Corrections Environment
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The crime rate has increased drastically in the contemporary world. A significant number of prisons are receiving a substantial number of inmates. Consequently, leadership and management of the inmates is becoming a major concern in a considerable number of prisons. Notably, top notch management skills are critical in maintaining peaceful co-existence between inmates, and inmates and the management. Moreover, adroit managers have the necessary skills to prepare and manage budget cuts that make it possible to use the available funds in the right manner within the set budget. The increase in the number of prisoners increases misunderstanding between them due to the high population. It is imperative for a leader to take keen supervision within the inmates and scrutinizes any possible causes of violence or misunderstanding between them. Change in leadership styles is paramount in satisfying the needs of all members of an organization. The essay describes some major factors that are critical to consider in modifying leadership styles that suit the demands of the contemporary world.
Leadership skill is an essential element in the contingent world characterized technological advancements. Notably, a substantial number of institutions experience significant budgets cuts, and therefore, operate in a cost effective manner. Various scholars have developed various apparent leadership theories that are essential in helping leaders in any prevalent organization develop management and leadership skills and steer the organization forward. According to Lee (2014), the trait theory is one of the major leadership theories. It explains that quality leadership skills are derived from individuals’ personal attitudes towards various aspects and things in life. He explains that there are six main personal traits that define the leadership style; "Intelligence, adjustment, extraversion, conscientiousness, openness to new experiences and self-efficacy" (Mendonca and Kanungo, 2007). Notably, individuals with these personalities make the best leaders irrespective of their environment.
Contrary to the trait theory, Winkler, (2010) came up with the style theory, behavior, and amp. He explained that leadership consists of a set of behaviors, not traits. A considerable number of theorists explained that there are three major leadership styles, authoritarian, democratic, laissez-faire. Authoritarian is a leadership style where the leader is the sovereign individual and dictates the actions of the junior staff. Contrarily, a Democratic leader gives room for views and opinions from the junior staff and discuss the in an apparent manner to come up with a sound decision.
Winkler (2010) introduced a theory commonly used in the contemporary world, contingency theory. He explained that leaders have a natural style, and therefore, they should strive to work in environments that reflect their personal style. Apparently, organizations have the mandate to place leaders in environments that best suit their styles to ensure maximum productivity. Winkler (2010) established a situation leadership model that entails four leadership styles. Also, coordinates them to the formative level of the gathering. The group is low in experience and inspiration on an errand, and then the leader must utilize a high undertaking, low relationship style. On the other hand, if the groups is experienced and roused on a specific assignment, the leader can utilize a low relationship, low undertaking style because the group requires little initiative. The model can be used with people or groups. Additionally, since every undertaking may influence the groups in an unexpected way, the leader may be required to change the administration style to fit the new errand.
The leader-member exchange model, created by Williams (2005), clarifies why one group in a unit may shape a durable group while another will be prohibited. This hypothesis contends that leaders grow close working associations with one group and reject associations with another group. The in-group may get particular assignments, compensates and trust from the leader in return for devotion and performance while the out-group is dealt with all the more formally and is less inclined to accomplish great collaboration. Accordingly, viable initiative happens when leaders and followers build up a developed organization to get entrance to the banquet every desire (Lee, 2014). Frequently, the bonds between the leaders and employees are framed on components inconsequential to performance, for example, race or religious affiliations.
Transactional and transformational theories are among the major theories that are put in consideration in quality leadership. Mendonca and Kanungo, (2007) explained that there is a close relationship between the two theories. However, transactional leadership revolves around the leader follow relationship. In this relationship, the leader has a responsibility to motivate the followers, employees, by rewarding good performance. Contrarily, transformational leaders thus work to transform the organization and encourage employees to work towards achieving the ultimate organizational goal. An effective and effective leader should practice transactional leadership then gradually drift to transformational leadership. Notably, Lee, (2014) argued that servant leadership is identical to transformational leadership in that, the management and other leaders work hand in hand to archive the organizational goals. Moreover, servant leaders empower the employees to work hard for the organization success. Trust is the ...